The above lecture was produced to teach MBA students in London a few years ago and now distributed free online to benefit everyone. I hope you will follow me on Slide Share and Twitter, Like my Pages on Facebook and I will keep providing you more lectures, Tips and ideas to increase your knowledge.

2.
What is Corporate Governance?
• Corporate governance refers to the framework within which companies are
directed, controlled and held to account.
• This is distinct from the management of enterprises on a day-to-day basis,
which is a task delegated by boards to executive management. Rather,
corporate governance has a more strategic and overarching function: it is
concerned with steering a company in a direction that is consistent with its
long-term values and objectives.
• For an individual company, an appropriate framework of corporate governance
– coordinated by a properly functioning board of directors - serves to increase
confidence in the firm’s longer-term viability.
• This builds trust and credibility with investors, creditors, employees and other
stakeholders.
• At the national level, corporate governance is a determinant of national
competitiveness, and helps to establish the legitimacy of corporate activity visà-vis the rest of society (which cannot necessarily be taken for granted).
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

3.
What is Corporate Governance?
• Corporate governance practices around the world are surprisingly diverse.
• Differences partly reflect the varying sizes, sectors of activity, and lifecycle
stages of enterprises.
• However, the nation state is still the main driver of corporate governance
variation. For example, prominent multinational corporations like Toyota,
VW, and General Motors are engaged in broadly similar economic tasks, i.e.
the manufacture and distribution of automobiles.
• However, their activities are subject to entirely differing frameworks of
monitoring, oversight and control due to the distinctive governance
environments of their respective countries of incorporation.
• This is not to say that global market forces do not have an impact on
governance practices.
• Large publicly-quoted firms around the world increasingly conform to
international standards of corporate governance “best practice”, as defined
by organisations such as the OECD, the EU, and the International
Accounting Standards Board. Such behaviour helps them to win the favour
of capital market investors, and thereby gain access to external finance at
the lowest possible cost.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

4.
What is Corporate Governance?
• However, such globally-operating incentives have yet to override the
importance of national-level factors in determining governance choices.
• This is partly testament to the significance of smaller, non-listed
enterprises in the corporate sectors of most economies; the SME
segment is less exposed to the capital market influences that affect
larger companies.
• It also reflects the continued importance of domestic politics and
regulation on the national business environments.
• Various other factors of relevance to corporate governance behaviour –
such as the intensity of competition in local product markets, norms of
business behaviour, and corporate ownership structures – also vary
significantly across countries.
• Consequently – despite the increasingly global nature of much
corporate activity - it still makes sense to talk of national “models” of
corporate governance.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

5.
UK Corporate Governance and
Takeover Performance
• Lets start addressing the changing nature of corporate governance in
the United Kingdom over recent decades and examines whether these
changes have had an impact on the UK market for corporate control.
• The disappointing outcomes for acquiring company shareholders in the
majority of corporate acquisitions, public discontent with some pay
deals for top executives and some high profile corporate scandals led in
the early 1990s to a call for governance reform.
• The scrutiny of governance in UK companies has intensified since the
publication of the Cadbury Report in 1992 and has resulted in calls for
changes in the size, composition and role of boards of directors, in the
role of institutional shareholders, the remuneration and appointment of
executives, and in legal and accounting regulations.
• Let’s look at the background to these changes and the consequences of
the changes since 1990 for governance structures.
• Finally, we will examine whether these changes have affected takeover
performance in recent years.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

6.
Merger Outcomes and Managerialism
•
•
•
•
•
In their seminal book on the emerging modern corporation Berle and Means
demonstrated the growing separation of ownership from control with an increasing
dispersion of shareholdings along with an increasing concentration of economic power.
Taken together these forces required us to question the assumption that firms would be
run in the interests of their shareholders since product market competition was
inadequate to limit management discretion, and dispersed shareholdings limited
cohesive shareholder control (Berle and Means, 1932).
In the late 1950s and early 1960s various authors developed alternative theories of the
firm taking account of the separation of ownership from control.
These models found their most developed form in the Marris model of managerial
capitalism (Marris, 1964). This steady-state growth model explored posited a trade-off
between profit and growth maximisation and explored alternative growth strategies for
the firm, balancing the growth of demand with the financing of growth, and with higher
growth of demand being achieved through diversification.
This model gave a central role to takeovers as the ultimate constraint on excessive
growth ambitions by managers as shareholder dissatisfaction would lead to falling share
prices and the emergence of underpriced companies ripe for takeover. This aspect of
Marris’ work was echoed by Manne (1965) in his eloquent exposition of the market for
corporate control.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

7.
Merger Outcomes and Managerialism
• In an important development Mueller (1969) recognised the dual role played
by merger activity in a managerial world.
• Whilst acquisitions might be the principal method through which the abuse of
managerial control might be limited, they also provided the mechanism by
which managerial growth ambitions could be met and that this was most likely
to be found in the case of the conglomerate merger.
• ‘The management intent upon maximising growth will tend to ignore, or at
least heavily discount, investment opportunities outside the firm, since these
will not contribute to the internal expansion of the firm. ….
• A growth-maximising management will then be assumed to calculate the
present value of an investment opportunity using a lower discount rate than a
stock-holder-welfare-maximiser would.
• This will result in greater investment and lower dividends for the growth
maximiser.’ (Mueller, 1969, pp. 647-648).
• This line of argument clearly anticipated and is essentially the same as in the
free cash flow theory of takeovers (Jensen, 1986) that explained why takeover
outcomes were disappointing, particularly when they involved diversification.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

8.
Merger Outcomes and Managerialism
• The first UK study of takeovers to formally address the implications for
takeovers of managerial models of the firm was by Singh (1971).
• This study particularly focused on the natural selection role for the market for
corporate control by examining the characteristics of the acquirer and the
acquired.
• The findings cast some doubt on the workings of the market for corporate
control and gave support to managerial models.
• ‘To sum up, the take-over mechanism on the stock market, although it provides
a measure of discipline for small firms with below average profitability, does
not seem to meet the motivational requirements of the orthodox theory of the
firm as far as the large firms are concerned.
• The evidence suggests that these firms are not compelled to maximise or to
vigorously pursue profits in order to reduce the danger of takeover, since they
can in principle achieve this object by becoming bigger without increasing the
rate of profit.
• The results of this study suggest that the fear of takeover, rather than being a
constraint on managerial discretion, may also encourage them in the same
direction.’
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

9.
Merger Outcomes and Managerialism
•
•
•
•
•
•
•
The evidence available at the time of the Cadbury Report in 1992 and its successors was
that the selection mechanism in the market for corporate control was highly imperfect;
and that takeovers were not returning performance gains either in terms of profitability,
or for their shareholders.
Therefore, the conclusion of this brief review is that we are faced with a dilemma. The
failure of owners to directly monitor and control managers in order to ensure that
value-maximising decisions are taken led to a reliance on the market for corporate
control to discipline management.
However, the evidence briefly reviewed above suggests that:
•the market for corporate control is an imperfect disciplinarian; and
•an active takeover market provides the means for greater non-value-maximising
behaviour by management, particularly amongst the largest companies.
In other words, rather than providing a check on managerial discretion, the market for
corporate control was a means of exploiting it.
In these circumstances the emphasis turns back on shareholders to develop governance
mechanisms to elect boards of directors and design monitor and enforce incentives for
management as the means of ensuring that companies are run in their interests.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

10.
The Regulation of Corporate Governance
• The concerns about the apparent failure of corporate acquisitions to
deliver the promised returns to shareholders were heightened by high
profile cases of high rewards to top management that were not
associated with exceptional corporate performance. These were
reinforced by a series of corporate collapses and scandals in the 1980s
and 1990s in the UK and abroad and this meant that corporate
governance came under increasing scrutiny. The principal concerns
were about the effectiveness of the board of directors as guardians of
the shareholders’ interests and the transparency of company accounts
and reports. The City of London has a long history of self-regulation and
so the first move took the form of the Cadbury Committee set up in
May 1991 by the Financial Reporting Council, the London Stock
Exchange and the accountancy profession to address the financial
aspects of corporate governance.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

11.
The Regulation of Corporate Governance
• ‘Its sponsors were concerned at the perceived low level
of confidence both in financial reporting and in the
ability of auditors to provide the safeguards which the
users of company reports sought and expected. The
underlying factors were seen as the looseness of
accounting standards, the absence of a clear framework
for ensuring that directors kept under review the
controls in their business, and competitive pressures
both on companies and on auditors which made it
difficult for auditors to stand up to demanding boards.’
(Cadbury, 1992, 2.1)
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

12.
The Regulation of Corporate Governance
• The distinguished Committee established the principles that have been
reinforced and securely established in the years since it was published. The
governing principles are transparency in reporting and a code of practice based
on ‘comply or explain’ rather than legislation. The report concerned the
effective operation of the board of directors, the separation of the roles of
chief executive and Chairman, the role of non-executives, board committees
and the audit process. At the heart of the Committee’s recommendations was
a Code of Best Practice designed to achieve the necessary high standards of
corporate governance behaviour. The London Stock Exchange required all listed
companies registered in the United Kingdom, as a continuing obligation of
listing, to state whether they were complying with the Code and to give
reasons for any areas of non-compliance.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

13.
The Regulation of Corporate Governance
• The recommendations of the Cadbury Committee have been refined and
augmented in the intervening years. Continuing concerns about top executive
remuneration led to the establishment in 1995 of the Greenbury Committee on
the initiative of the CBI. Its purpose was ‘to identify good practice in
determining Directors’ remuneration and prepare a Code of such practice’. It
recommended that pay structures should be set to align the interests of
directors and shareholders, reinforced the independence of remuneration
committees and introduced significant reporting requirements. The guidelines
have been reinforced subsequently by reports from the Association of British
Insurers (2006) and others.
• The Financial Reporting Council in turn set up the Hampel Committee to review
the findings and outcomes from the Cadbury and Greenbury Reports
(Greenbury (1995), Hampel (1997)). The result was the Combined Code on
Corporate Governance published in 1998. In response to this Code, the
accounting body, the ICAEW, commissioned the Turnbull Report that examined
internal control capabilities and mechanisms (and the guidance that emerged
was later revised in 2005). Following the Enron and WorldCom scandals, the
Higgs Report of 2003 led to the updating of the Combined Code. Soft
regulation and shareholder performance remained at the heart of the reforms.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

14.
The Regulation of Corporate
Governance
• ‘The Combined Code and its philosophy of ‘comply or explain’ is being
increasingly emulated outside the UK. It offers flexibility and intelligent
discretion and allows for the valid exception to the sound rule. The
brittleness and rigidity of legislation cannot dictate the behaviour, or
foster the trust, I believe is fundamental to the effective unitary board
and to superior corporate performance. ‘ (Higgs, 2003, p. 3)
•
• ‘Whereas in the US most governance discussion has focused on
corporate malpractice, in the UK sharp loss of shareholder value is more
common than fraud or corporate collapse. The fall in stock markets in
the period 2000-2002 has thrown up some stark examples. In recent
cases of corporate under-performance in the UK, the role of the board
and of non-executive directors in particular, has understandably been
called into question.’ (Higgs, 2003, p. 16)
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

15.
The Regulation of Corporate Governance
• The revised Code ‘aimed principally to advance and reflect best practice
through revisions to the code’ and ‘to focus on the behaviours and
relationships, and the need for the best people, which are essential for an
effective board’. To this end it gave increased attention to non-executive
directors and their recruitment, role and independence.
•
• Throughout this fifteen-year period of development and refinement of the
Code the role of institutional shareholders has been tackled quite modestly in
each of the reports. Cadbury and the subsequent reports and versions of the
Code have made few meaningful suggestions in this area – mainly consisting of
improvements to consultation and information flow. This may be in part due to
the orientation of the Code towards aspects of corporate behaviour it is able to
directly influence, but it is also due to the requirement to treat all shareholders
equally. This ‘equity’ requirement has left these shareholders, who collectively
hold over half the shares, with an often indirect influence and involvement
with the company. On the other hand there is some evidence that the
monitoring role of institutional investors in relation to the implementation of
the Code has increased between the publication of the first guidelines by the
Institutional Shareholders’ Committee in 1991 and their revisions ISC (2007).
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

16.
The Regulation of Corporate Governance
• The revised Code ‘aimed principally to advance and reflect best practice
through revisions to the code’ and ‘to focus on the behaviours and
relationships, and the need for the best people, which are essential for an
effective board’. To this end it gave increased attention to non-executive
directors and their recruitment, role and independence.
•
• Throughout this fifteen-year period of development and refinement of the
Code the role of institutional shareholders has been tackled quite modestly in
each of the reports. Cadbury and the subsequent reports and versions of the
Code have made few meaningful suggestions in this area – mainly consisting of
improvements to consultation and information flow. This may be in part due to
the orientation of the Code towards aspects of corporate behaviour it is able to
directly influence, but it is also due to the requirement to treat all shareholders
equally. This ‘equity’ requirement has left these shareholders, who collectively
hold over half the shares, with an often indirect influence and involvement
with the company. On the other hand there is some evidence that the
monitoring role of institutional investors in relation to the implementation of
the Code has increased between the publication of the first guidelines by the
Institutional Shareholders’ Committee in 1991 and their revisions ISC (2007).
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

17.
The Role and Composition of the Board
• The current version of the Combined Code on Corporate Governance
(FRC, 2006) has the following main provisions.
• A single board of appropriate size with members collectively responsible
for leading the company and setting its values and standards and taking
decisions in the interests of the company.
• A clear division of responsibilities for running the board and running the
company with a separate chairman and chief executive.
• A balance of executive and independent non-executive directors - for
larger companies at least 50% of the board members should be
independent non-executive directors; smaller companies should have at
least two independent directors.
• Formal, rigorous and transparent procedures for appointing directors,
with all appointments and re-appointments to be ratified by
shareholders.
• Regular evaluation of the effectiveness of the board and its committees.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

18.
Remuneration
• Formal and transparent procedures for setting
executive remuneration, including a
remuneration committee made up of
independent directors and a vote for
shareholders on new long-term incentive
schemes.
• Levels of remuneration sufficient to attract,
retain and motivate directors of quality.
• A significant proportion of remuneration to be
linked to performance.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

19.
Accountability and Audit
• The board is responsible for presenting a
balanced assessment of the company's position
(including through the accounts), and
maintaining a sound system of internal control.
• Formal and transparent procedures for carrying
out these responsibilities, including an audit
committee made up of independent directors
and with the necessary experience.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

20.
Relations with Shareholders
• The board must maintain contact with shareholders to
understand their opinions and concerns.
• Separate resolutions on all substantial issues at general
meetings.
• - The 2006 Code also imposes obligations on Institutional
Shareholders as follows:
• Institutional shareholders should enter into a dialogue
with companies.
• Institutional shareholders have a responsibility to make a
considered use of their votes.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

21.
The Impact on Governance
• The first question to be tackled is whether fifteen
years of soft regulation has brought significant
changes in corporate governance practice and
structure in the UK.
• We will address this question by examining in
turn: the role of non-executive directors; the
separation of the roles of chief executive and
chairman; the level and structure of executive
remuneration; and the power and role of
institutional investors.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

22.
Non-executive Directors
• There is overwhelming evidence that the proportion of non-executive
directors has increased substantially in the UK in the past two decades.
• Table 1 shows for a sample of the largest UK companies that the
proportion of non-executive directors on the board rose from an
average of about one-third in 1980/81 to one-half in 1995/96.
• By 2006, non-executive directors accounted for 60% of the board on
average in the top 100 UK listed companies.
• Guest (2007b) shows for a much larger sample of UK listed firms that it
is not only amongst the largest that this has occurred.
• Figure 2 shows that much the same process has been under way for the
largest fifteen hundred companies, with the proportion of nonexecutives rising from 35% in the early 1980s to 55% in 2002 – a
remarkably similar level as well as pattern to that found for the largest
companies.
• Whilst this growth of the proportion of non-executive towards the
typical proportion found in US companies (Cosh and Hughes, 1987) is
undoubtedly associated with the reforms, Figure 2 shows that the
change was already happening prior to the Cadbury Report.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

23.
Non-executive Directors
• Another feature of changes in board structure is the decline in
the average board size shown for the largest companies in
Table 1.
• This finding is supported for the larger sample that includes
companies from across a wider size range.
• Figure 2 shows that this decline started in the late 1980s and is
more directly associated with the intense debate about the
appropriate size and composition of boards engendered by the
various reports.
• It would appear that somewhat smaller boards could be
viewed as more cohesive and effective.
• An alternative view is that the shortage of top quality
candidates for non-executive directorships has forced board
size decline as a means of raising the proportion of nonexecutive directors.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

24.
Non-executive Directors
•
•
•
•
•
•
•
•
In some writings the terms ‘non-executive directors’ and ‘independent directors’ are used
interchangeably, but this is not necessarily the case.
Table 2 examines the background of non-executive directors amongst giant UK companies in
1981 and 1996.
It shows that over half of the non-executive directors of these companies are current, or
former, executive directors of the company, or of other similar companies; and there is no
sign of any change in this proportion in the 1980s and 1990s.
Table 3 examines the other directorships held by various types of directors and reinforces the
picture of inter-locking directorships.
Current executive directors typically hold one other directorship within the Times 1000
companies, but non-executives hold more.
Overall, there is a decline in the number of these outside directorships held between 1981
and 1996. This may have declined further since that time.
Higgs (2003) reports that of the 3,908 non-executive directors of UK listed companies in
2002, 80% hold only one directorship and only 7% hold both executive and non-executive
directorships in UK listed companies.
One would expect a higher proportion of the latter amongst the largest companies, but the
decline in inter-locking directorships does appear to have continued over the period 19962002.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

25.
Non-executive Directors
•
•
•
•
•
•
•
•
•
The above concerns resulted in great emphasis being placed on the importance of the
independence of non-executive directors in the Higgs Report published in 2003. It
identified the circumstances in which a non-executive director’s independence would
be called into question; specifically, where the director:
is a former employee of the company or group until five years after employment (or any
other material connection) has ended;
has, or has had within the last three years, a material business relationship with the
company either directly, or as a partner, shareholder, director or senior employee of a
body that has such a relationship with the company;
has received or receives additional remuneration from the company apart from a
director’s fee, participates in the company’s share option or a performance-related pay
scheme, or is a member of the company’s pension scheme;
has close family ties with any of the company’s advisers, directors or senior employees;
holds cross-directorships or has significant links with other directors through
involvement in other companies or bodies;
represents a significant shareholder; or
has served on the board for more than ten years.
It is too early to assess the impact of these new recommendations on the independence
of non-executive directors in UK companies.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

26.
Separation of the CEO and Chairman
• A key element of the corporate governance reforms within in the UK
from the Cadbury Report onwards has been the separation of the roles
of chief executive and chairman.
• ‘Given the importance and particular nature of the chairman’s role, it
should in principle be separate from that of the chief executive.
• If the two roles are combined in one person, it represents a
considerable concentration of power.
• We recommend, therefore, that there should be a clearly accepted
division of responsibilities at the head of a company, which will ensure a
balance of power and authority, such that no one individual has
unfettered powers of decision.
• Where the chairman is also the chief executive, it is essential that there
should be a strong and independent element on the board.’ (Cadbury,
1992)
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

27.
Separation of the CEO and Chairman
• There can be little doubt that here too the governance reforms in the UK have
had an impact.
• Cosh and Hughes (1997a) show that, for a sample of the largest UK companies,
the proportion of firms combining these roles fell from 74% in 1981 to 50% in
1996.
• Conyon and Peck (1998a) examine the FT top 100 UK listed companies and find
that the proportion with the combined role of chief executive and chairman fell
from 52% in 1991 to 36% in 1994.
• They also show that the proportion with a remuneration committee rose from
78% to 99%, and those with a nomination committee rose from 12% to 72%,
over the same period.
• These findings suggest an instant structural impact of the Cadbury proposals in
these areas.
• Today almost all large UK listed companies have separate audit, remuneration
and nomination committees.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

28.
Executive Remuneration
• The Combined Code on Corporate Governance recommends that
executive remuneration should be at a level sufficient to attract and
retain executive talent and that a significant proportion should be
directly related to corporate performance.
• It also seeks transparency in the reporting of executive pay to
shareholders and, as a consequence, UK company reports today
generally contain lengthy and detailed reports from the Remuneration
Committee.
• However, these still fail to give a simple overall picture of the total
remuneration package and its composition.
• It is perhaps ironic that public concern about the level of top executive
pay that led to these reforms has not resulted in lower levels of
executive pay on average.
• In fact, quite the opposite has occurred. Cosh and Hughes (1997a) show
that the median level of CEO remuneration rose from £222,000 in 1981
to £827,000 in 1996 for a sample of large UK companies (in 2006
prices).
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

29.
Executive Remuneration
• The bonus element of this pay rose from a negligible proportion to 21%
by 1996.
• Amongst the top 100 UK listed companies in 2006, the median level of
CEO remuneration was £1,017,000 and the bonus element had risen to
over 35% of this part of the remuneration package.
• This rise in executive pay levels, particularly in the past decade, has
been reinforced by the award of stock option and long-term incentive
plans that were rare in the early 1980s (Cosh and Hughes, 1987, 1997;
and Main et al., 1996).
• By 2006 the inclusion of these elements raises the average pay package
of CEOs of FTSE 100 companies to £3.3m and the performance related
element of the whole package has increased to about 80% (Financial
Times, 15 May 2006).
• Despite this rise in the level and structure of top executive pay, the
debate continues to rage about whether it has had the intended effects
in terms of performance (e.g., Bebchuk and Fried, 2004; and Kay and
Putten, 2007).
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

30.
Institutional Shareholdings
• The rising dominance of financial institutions as holders of UK
listed company shares is well documented.
• Figure 3 shows that the proportion of ordinary shares held by
financial institutions more than doubled from 30% in 1963 to
62% in 1993.
• The figure also shows that overseas holdings have risen
dramatically from 4% in 1981 to 40% in 2006.
• Most of these holdings appear to be with overseas financial
institutions and so it is reasonable to allocate the overseas
holdings across the other categories in the proportions they are
found for domestic holdings.
• If overseas holdings are allocated in this way, the holdings of
financial institutions have risen from about 30% in 1963 to
above 70% since 1990s.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

31.
Institutional Shareholdings
• This picture of rising dominance is calculated by summing all
the holdings of financial institutions, but this may give a false
picture if the holdings are so dispersed that effective action is
prevented.
• This is not the case. In a random sample of fifty of the FTSE 100
companies it was found that the median number of holdings
above 3% of the voting stock was 3 and that the median % of
the stock held by such holdings was 17.9% (the mean figures
were 3.5 holdings with 21.8%).
• These holdings are in general dominated by the holdings of
financial institutions, about half of which are foreign.
• This suggests a much greater dominance by institutional
holders than that reported by Cosh and Hughes (1997a) for
1981 and 1996. It would appear that this type of holder clearly
has the ability to directly influence management behaviour.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

32.
Institutional Shareholdings
• In conclusion, You can see that there have been many
changes to these key structural aspects of corporate
governance over the last two decades, at least partly in
response to the evolving Code.
• The question remains whether this closer tie of executive
pay to performance and the supposed greater scrutiny of
their decisions by the board of directors have led to
changed takeover behaviour.
• It is apparent from Figure 1 that despite all of these
changes there has been no abatement in takeover activity.
In fact, it has grown in scale and become more
international in nature.
• In recent years the UK market has seen the rise in
importance of private equity transactions.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

33.
Institutional Shareholdings
• “An inquiry was undertaken in response to the growing significance of the
private equity industry in the UK, and particularly the rising number of
takeovers of very large companies by private equity firms.
• These are a new phenomenon; the recent £11 billion purchase of Alliance
Boots was the first takeover of a FTSE 100 company by a private equity firm.
• The increasing size of private equity deals raises a range of issues, relating for
example to the impact of private equity on jobs, pensions, financial stability,
transparency and accountability and tax revenues…. Currently 8% of the UK’s
workforce (1.2 million workers) is employed in private equity owned
companies and 19% work in companies which have at some stage been in
private equity ownership.” (Treasury Select Committee, 2007)
• This phenomenon is beyond the scope of this review, but we do speculate
below whether it has introduced something new into the market for corporate
control. We now turn to examine whether we can observe an improved
takeover performance in recent years.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

34.
UK Takeover Performance since the 1980s
• Have these corporate governance changes been
associated with better acquisition performance?
• There are different ways of addressing this question. We
can examine the apparent impact on performance of
individual aspects of corporate governance.
• Let’s ask whether the large and pervasive changes in
corporate governance have been associated with overall
improvements in acquisition performance.
• A number of UK studies have examined the performance
of takeovers since 1980 in terms of both shareholder
returns and accounting profitability.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

35.
UK Takeover Performance since the 1980s
•
•
•
•
•
•
•
•
Studies have shown that share returns at announcement are negative for acquirer
shareholders.
For example, Cosh et al. (2006) for a sample of 363 acquirers (between 1985 and 1996)
acquiring UK listed targets find that the mean announcement abnormal return is -1.13
percent, which is statistically significant.
Therefore, over the three days surrounding the acquisition announcement, the stock
market overall assessment is that the average acquisition will result in a small but
significantly negative effect on acquirer value.
This finding is consistent with other UK studies for the time period that also report
significantly negative abnormal announcement returns to acquirers (e.g. Sudarsanam
and Mahate, 2003).
Share returns for acquiring firms over the long run post-acquisition period are also
significantly negative for samples since 1980.
For example, Cosh et al. (2006) find that the 36-month post-acquisition mean return is 16.26 percent which is statistically significant.
This result is consistent with other long run studies of UK acquirers over this sample
time period such as Gregory (1997), and Sudarsanam and Mahate (2003).
Therefore, overall, the impact on the share price performance of acquiring firms is
similar to earlier periods.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

36.
UK Takeover Performance since the 1980s
• The impact of takeovers on profitability since the 1980s is somewhat more
positive than in earlier periods, although it depends very much on the
specific profitability measure employed.
• Powell and Stark (2005) and Cosh et al. (2006) use a range of measures and
find consistent results.
• Specifically, when comparing post- and pre-takeover performance,
measures based on accrual profit report a significantly positive increase in
operating performance.
• The improvement ranges from 1.08 in the case of profit to book assets, to
1.65 in the case of profit to market value of assets.
• In contrast, when cash flow, rather than accrual, measures are used the
impacts are positive, but smaller and statistically indistinguishable from
zero.
• Therefore, there is some evidence that takeovers improve profitability, but
this does not hold across all profitability measures.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

37.
UK Takeover Performance since the 1980s
•
•
•
•
•
•
To summarize, results post-1980 show that UK takeovers result in significant share
price losses over both the short and long run period surrounding the acquisition.
Acquiring shareholders are unambiguously worse off. The effect on operating
performance ranges from mildly positive for the cash flow measures, to
economically and statistically significantly positive for the accrual operating
performance measures.
There is therefore some evidence that the considerable changes in corporate
governance described above h
Have resulted in improved takeover performance in the aggregate. The fact that
this result is measurement specific suggests that caution should be exercised in
placing too much weight on the accounting results.
However, within the average effect it could be that those firms with ‘effective’
governance structures do better for their shareholders than those with less
effective structures.
In order to control for such factors, it is necessary to directly examine the impact of
the specific corporate governance features on acquisition performance itself.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

38.
Governance and Merger Performance Review
• There is a large UK empirical literature on the impact of firm
specific corporate governance mechanisms on both overall firm
performance as well as firm specific actions.
• However, despite the importance of acquisitions within firm
strategy and the market for corporate control, only one
published study to date in the UK has examined the impact of
internal corporate governance measures on acquisition
performance.
• Cosh et al. (2006) examine the impact of a wide range of
corporate governance variables on takeover performance.
• They examine a sample of 363 domestic UK takeovers which
occurred in the period 1985-96, and assess performance in
terms of announcement returns, long run share returns and a
portfolio of accounting measures.
• We can review the Cosh et al. (2006) findings, a summary of
which is reported in Table 4.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

39.
The Impact of Cadbury
• Average takeover performance and acquiring company shareholder
returns do not appear to differ in the period prior to and following the
1980s.
• Although pressure for corporate governance change can be traced to at
least the early 1980s, formal corporate governance reforms could
arguably be said to commence with the Cadbury Code in 1992.
• Since the sample takeovers in Cosh et al. (2006) straddle the Code, the
authors include a dummy variable to reflect pre and post the
implementation of the Cadbury Report.
• Table 4 shows that acquisitions carried out after Cadbury have more
positive announcement and long run returns, significantly so for the
latter. In terms of operating performance, this is more positive following
Cadbury but not significantly so.
• Acquisitions are more profitable following Cadbury for four of the six
operating performance measures, significantly so for one of these
measures. There is therefore some evidence that takeover performance
improves following Cadbury.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

40.
•
•
•
•
•
•
•
•
•
Board Composition
A small number of UK studies examine the impact of board composition on overall firm performance.
The results provide little support for the hypothesis that a greater number, or proportion, of nonexecutive directors is associated with enhanced performance.
Vafeas and Theodorou (1998), using a cross section of 250 UK firms in 1994, find that the proportion of
non-executives has an insignificant impact on Tobin’s Q.
Weir and Laing (2000) examine 200 UK firms in both 1992 and 1995, finding that the number of nonexecutives has a negative impact on profitability, but an insignificant impact on share price performance.
Weir et al. (2002) find that the proportion of non-executives has an insignificant effect on Tobin’s Q for
311 firms over 1994-96.
These results are broadly consistent with the results for outside the UK.
In terms of firm specific decisions, there is evidence that a higher proportion of non-executives leads to
less earnings manipulation (Peasnell et al., 2005), but little evidence it leads to more efficient decisions in
terms of CEO dismissals (Cosh and Hughes, 1997b; and Franks et al., 2001) or executive compensation
(Cosh and Hughes, 1997b).
This is in contrast to the US, where there is stronger evidence that the proportion of outside directors is
associated with better specific decisions such as acquisitions, executive compensation and CEO turnover
(Hermalin and Weisbach, 2003).
In terms of the impact on takeover performance, Cosh et al. (2006) find that the proportion of nonexecutives has an insignificantly negative impact on announcement and long run returns, and an
insignificantly positive impact on five of their six operating performance measures. Therefore the impact
is inconsistent across the measures and is insignificant.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

41.
Board Size
• A large number of empirical studies for the US have
documented a negative association between board size and
firm performance (Hermalin and Weisbach, 2003).
• In addition to these general performance effects, there is also
evidence that smaller boards are more effective at specific
decisions.
• The only UK study to date is Conyon and Peck (1998b). They
examine 481 listed UK firms for 1992-95 and find a significantly
negative effect of board size on both market to book value and
profitability.
• However, there is no evidence that the negative impact of
board size extends to takeover performance.
• Cosh et al. (2006) find that board size has a statistically
insignificant effect on takeover performance.
• Although the impact is negative for announcement returns, it is
positive for long run returns and profitability.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

42.
Board Ownership
• There is an extensive empirical literature on the impact of ownership
structure on overall company performance.
• Until the mid 1980’s, the literature in this area tested for differences
between usually groups of firms characterised as owner or manager
controlled.
• Control status depended upon the proportion of shares owned by the
board.
• Most such studies were concerned with testing specific predictions of the
managerial theory of the firm that manager-controlled firms would have
higher growth rates but lower and more volatile profit rates or return on
shares than owner controlled firms (Marris, 1964).
• However, this particular trade off was rarely supported by the data.
• For the UK, Radice (1971) shows that significant board ownership is
associated with superior shareholder performance whilst Holl (1975),
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

43.
Board Ownership
• For the UK, Cubbin and Leech (1986) develop a continuous variable of
shareholder power based on the size and location of shareholdings and the
dispersion of remaining shares. In a sample of 43 large companies in the
early 1970’s they find no evidence of significant performance effects arising
from board shareholder power.
• However, Short and Keasey (1999) use a random sample of 221 large UK
companies for the period 1988-1992 and report similar results to Morck et
al. (1988) linking board ownership to performance.
• They report higher turning points at around 12-15 percent and then 41
percent depending on the performance measure used.
• Although these are similar to the turning points in some of the other US
studies they interpret this as showing that board entrenchment becomes
effective at higher levels of ownership in the UK compared to the US and
that the entrenchment effect dominates up to much
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

44.
Board Ownership
higher share ownership levels.
• Faccio and Lasfer (1999) analyse a much larger UK sample of all UK nonfinancial listed companies in 1996 and find no relationship between firm
value and board ownership in general, although they report that a nonlinear relationship with two turning points exists for the sub-set of firms
with high growth prospects (proxied by high P/E ratios).
• They speculate that their general lack of robust findings of any
entrenchment effects of board ownership on firm value performance may
reflect the effectiveness of external governance pressures in the UK.
• Finally, Weir et al., (2002) analyse 311 companies from the 1996 Times1000
list, and find evidence for an entrenchment effect in terms an inverted U
shaped relationship between Tobin’s Q and CEO share ownership. They do
not report the estimated turning point in this relationship.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

45.
Board Ownership
• The extent to which this is the case clearly depends upon the design of the
contracts and the extent to which executives can manipulate them in their
favour.
• Cosh et al. (2006) consider the impact of incentive shares on takeover
performance, by examining the number of incentive shares as a proportion
of number of shares in issue.
• The hypothesis is that takeover performance will be enhanced in the
presence of CEO, executive and non-executive incentive shares.
• They find that neither CEO nor non-executive director incentive shares
have a consistent or significant effect on takeover performance.
• However, they do find that executive director incentive shares have a
consistently negative impact, significantly so in the case of announcement
returns, long returns, and for two of the six operating performance
measures. This is a curious finding which is inconsistent with expectations.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

46.
Summary
• Review of the literature on the relationship between internal corporate
governance mechanisms and the performance of UK companies in both a
general sense and in terms of takeover performance shows that there is a weak
relationship between internal governance mechanisms and performance.
• The exception is board and more specifically CEO ownership.
• Acquirers whose CEOs own a larger proportion of equity, consequently carry
out acquisitions which perform significantly better in terms of both long run
returns and operating performance, and these impacts are stronger at lower
levels of board ownership reflecting diminishing returns to alignment at higher
ownership levels.
• There is no evidence of entrenchment effects within the levels of board
ownership examined.
• Furthermore, acquisition performance is not only better, but significantly
positive for such acquirers.
• This key finding on CEO ownership in the context of acquisitions is robust to a
number of potential biases.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

47.
Summary
• Firstly, a potentially serious problem with many corporate
governance studies is that of reverse causality, whereby governance
changes because of past or expected performance, not the other
way round.
• One possibility in the context of acquisitions is that at low levels of
ownership, CEOs purchase stock in anticipation of good takeover
performance.
• Cosh et al. (2006) carry out two-stage least squares regressions but
find that this approach yields results that are very similar.
• They therefore conclude that the positive effect of CEO ownership
on takeover performance is the result of higher CEO shareholdings
leading to improved takeover performance rather than CEOs buying
shares in anticipation of good takeover performance.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

48.
Summary
• The finding is also robust to controlling for other factors that
determine takeover performance (acquirer performance, relative
size, means of payment, hostility, industrial direction) and a variety
of other constraints which may influence director behaviour arising
from debt related lender power and the product market.
• The fact that CEO ownership leads to higher acquisition performance
potentially has important implications for the effect of acquisitions
involving private equity firms. In particular, given that such
acquisitions frequently result in CEOs taking a large ownership stake,
they may ceteris paribus, perform better than other types of
acquisition.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

49.
Conclusion
• We have proven that waves of takeover activity have
occurred with increasing intensity in recent decades in the
UK, unabated by the significant changes to share
ownership and corporate governance.
• Initially, the poor average outcomes for shareholders of
these bouts of takeover activity could be argued to follow
from the separation of ownership from control, the lack of
alignment of management with shareholder interests, and
the inability of boards of directors to monitor and control
the strategies of their management teams.
• Massive structural changes in each of these features over
the last forty years and yet, takeover performance for the
acquiring shareholders shows little sign of improving and
positive profitability performance effects depend upon the
choice of particular performance measures.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

50.
Conclusion
• In addition, the specific changes to board structures and executive pay
cannot be shown to have had much impact on takeover outcomes.
• It still appears to be the case that, as Dennis Mueller argued in 1969, the
directors of large corporations invest in acquisitions beyond the point at
which the welfare of their shareholders will be maximised.
• It may be the case that both management and shareholder representatives
are overly optimistic about the gains they can make from acquisitions and
about the premiums they can afford to pay.
• It is possible that private equity firms bring a new type of player on to the
market for corporate control, one for whom the rewards for effective
takeovers are greater and more direct.
• It would be ironic if this turned out to be the means for improved takeover
performance given the conglomerate nature of private equity acquisitions
and their rather poor record on corporate governance.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

55.
Figure 1A Number of domestic and overseas acquisitions
by UK acquirers 1969-2006
2000
Overseas
Number of acqusitions
Domestic
1500
1000
500
0
1969
1971
1973
1975
1977
1979
1981
1983
1985
1987
1989
1991
1993
1995
1997
1999
2001
2003
2005
Figs. 2A and 2B report the trends in average board size and the proportion of outsiders respectively for UK firms
during 1981-2002. The bold line in each figure incorporates all firm year observations. For Fig. 2B this is
estimated from 1988 onwards only because of changing sample composition prior to this date. For this figure
earlier trends are exhibited by the fainter lines which represent samples available in earlier years (1981, 1983,
1985 and 1987) for which new firms are not added in subsequent years. Source: Guest (2007b).
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

61.
•
This table summarises the results from Cosh et al. (2006), who examine the impact of various firm specific governance
characteristics on the performance of 363 domestic acquisitions made by UK public firms for UK public firms between
January 1985 and December 1996. %non-executives is the number of non-executive directors on the board divided by
board size. Board size refers to the entire board of all executive and non-executive directors. Chairman-CEO is a dummy
variable that is set equal to one if the Chairman is also the CEO, zero otherwise. Post-Cadbury is a dummy variable that is
set equal to one if the year of completion is 1993 or afterwards, zero otherwise. Chairman-CEO post-Cadbury is a dummy
variable that is set equal to Chairman-CEO if the acquisition year is 1993 or afterwards, zero otherwise. Board ownership
(%) is the number of beneficial and non-beneficial shares owned by the entire board, divided by total shares in issue. CEO
ownership (%) is the number of beneficial and non-beneficial shares owned by the CEO, divided by total shares in issue.
Executive ownership (%) is the number of beneficial and non-beneficial shares owned by all executive directors except
the CEO, divided by total shares in issue. Non-executive ownership (%) is the number of beneficial and non-beneficial
shares owned by all non-executive directors, divided by total shares in issue. Largest institutional shareholder (%) is the
largest external shareholding held by a financial institution. Largest corporate shareholder (%) is the largest external
shareholding held by another firm that is not a financial institution. Largest personal shareholder (%) is the largest
external shareholding held by a private individual. CEO incentive shares (%) is the number of incentive shares owned by
the CEO, divided by the total number of shares in issue. Executive incentive shares (%) is the number of incentive shares
owned by all executive directors except the CEO, divided by the total number of shares in issue. Non-executive incentive
shares (%) is the number of incentive shares owned by all non-executive directors, divided by the total number of shares
in issue. High CEO relative pay is the highest paid director’s salary divided by the board total remuneration divided by
board size. Pay refers to salary, plus pensions and bonuses. Announcement share returns are the mean cumulative
abnormal share return for acquirers calculated from day -1 to day +1 (where day 0 is the announcement day), relative to
the Market Index. Long run share returns are the mean buy-and-hold abnormal returns for acquirers over the 36-month
period following the completion month, relative to control firms. Profitability is the post-takeover abnormal profitability
(median operating profitability of the acquirer in years +1 to +3 relative to control firms) regressed on pre-takeover
profitability (median operating profitability of the weighted average acquirer and target in years -1 to -3 relative to
control firms). Six measures of profitability are employed (profit/total assets, profit/sales, profit/market value, cash
flow/total assets, cash flow/sales, cash flow/market value), where profit is operating profit before depreciation, cash flow
is operating profit before depreciation adjusted for short term accruals, and market value is the market value of equity
and book value of long and short term debt. The profitability column here reflects the average impact on all six measures.
Control firms, for both long run returns and profitability, are non-merging firms matched on industry and pre-acquisition
profitability. The results for CEO ownership, executive ownership, non-executive ownership, and incentive shares, are for
a reduced sample of 178 acquisitions for which data is available. * indicates statistical significance at the 10 percent level
or higher. For the profitability measure, significance is measured according to the average t-statistic across the six
profitability measures.
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts

62.
Any Questions?
Follow him on Twitter:
Join Facebook Fan’s page:
Visit the website:
Please Like this Page:
Please Like this Page:
www.twitter.com/srahatkazmi or
www.facebook.com/TrainingConsultant
www.softskillsexperts.com
www.facebook.com/LondonBookkeeping
www.facebook.com/SoftSkillsExperts